Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 15.0% | 47 | Fragile | Gov Risk | |
| 2023 | — | — | 14.5% | 51 | Fragile | Gov Risk | |
| 2022 | — | — | 1.9% | 54 | Fragile | Recovery | |
| 2021 | — | — | 17.4% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 27.8% | 21 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 17.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 12.6% | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.9% | 36 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 8.1% | 38 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 6.5% | 42 | Fragile | Recovery | |
| 2014 | — | — | 9.1% | 38 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 10.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.3% | 36 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 7.1% | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREL RACZKA | EXECUTIVE DI | 15.0% of Rev | ||
| JOHN BARBER | Board President | — | ||
| MICHAEL BECK | Treasurer | — | ||
| BRIAN MATTEW RHODES ESQ | Board Member | — | ||
| TOMEKA E LEE MBA | Board Member | — | ||
| SAMANTHA HILL MSI MFA | Board Member | — | ||
| LISA NELSON-HAYNES | Board Member | — | ||
| JENNIFER POUCHOT | Secretary | — | ||
| KAREEN PREBLE | Board Member | — | ||
| HARRIET RUBENSTEIN | Board Member | — | ||
| E MITCHELL SWANN | Board Member | — | ||
| ZOEY TOY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREL RACZKA | Executive Director | 11.7% of Rev | ||
| JOHN BARBER | Board President | — | ||
| JENNIFER POUCHOT | Board President | — | ||
| MICHAEL BECK | Treasurer | — | ||
| DANIEL COX | Secretary | — | ||
| ZOEY TOY | Board Member | — | ||
| E MITCHELL SWANN | Board Member | — | ||
| HARRIET RUBENSTEIN | Board Member | — | ||
| ANA THOMAS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREL RACZKA | Executive Director | 11.7% of Rev | ||
| E MITCHELL SWANN | Board Member | — | ||
| SHARON BARR | Board Member | — | ||
| HARRIET RUBENSTEIN | Board Member | — | ||
| ZOEY TOY | Board Member | — | ||
| COUNCILMAN MARK SQUILLA | Board Member | — | ||
| MICHAEL THOMAS | Board Member | — | ||
| ANA THOMAS | Board Member | — | ||
| JOHN BARBER | Board President | — | ||
| JENNIFER POUCHOT | Board President | — | ||
| DANIEL COX | Secretary | — | ||
| MICHAEL BECK | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREL RACZKA | Executive Director | 11.8% of Rev | ||
| E MITCHELL SWANN | Board Member | — | ||
| SHARON BARR | Board Member | — | ||
| GENE MULLER | Board Member | — | ||
| HARRIET RUBENSTEIN | Board Member | — | ||
| ZOEY TOY | Board Member | — | ||
| COUNCILMAN MARK SQUILLA | Board Member | — | ||
| MICHAEL THOMAS | Board Member | — | ||
| ANA THOMAS | Board Member | — | ||
| JOHN BARBER | Board President | — | ||
| JENNIFER POUCHOT | Board President | — | ||
| DANIEL COX | Secretary | — | ||
| MICHAEL BECK | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 15.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.